The aim of the article is to analyze the situation of contemporary logic with reference to the issue concerning connections between the pluralism of logical systems and relativism in logic. Accordingly, I seek answers to the following questions: Can the plurality of logic, more specifically, a large number and variety of systems constructed by logicians, be justified in a rational way? Does pluralism in logic imply the thesis of relativism? Is logical relativism in the contemporary philosophy of logic just a (...) superstition or is it a duly substantiated view? (shrink)
This document collects discussion and commentary on issues raised in the workshop by its participants. Contributors are: Greg Frost-Arnold, David Harker, P. D. Magnus, John Manchak, John D. Norton, J. Brian Pitts, Kyle Stanford, Dana Tulodziecki.
This article responds to an article by Francis J. Beckwith that argued that the consistent application of generic liberal principles requires that same-sex marriage not be recognised in civil law. This response demonstrates that Beckwith's article contains a series of interpretative and substantive flaws that render his argument unsuccessful. These relate to a misinterpretation of core liberal principles and a sidestepping of the matter of undue bias against same-sex partners. In correcting these flaws I tentatively propose a Voltairean argument in (...) favour of same-sex civil marriage for those citizens with moral qualms about same-sex relationships derived from their reasonable comprehensive doctrine. (shrink)
Machine generated contents note: Preface (Trevor H.J. Marchand, School of Oriental and African Studies). -- Introduction: Making knowledge: explorations of the indissoluble relation between minds, bodies, and environment (Trevor H.J. Marchand, School of Oriental and African Studies). -- 1. 'Practice without theory': a neuroanthropological perspective on embodied learning (Greg Downey, Macquarie University). -- 2. Learning to listen: auscultation and the transmission of auditory knowledge (Tom Rice, University of Exeter). -- 3. The craft of skilful learning: Kazakh women's everyday craft (...) practices in western Mongolia (Anna Odland Portisch, School of Oriental and African Studies). -- 4. 'Something to talk about': notation and knowledge-making among Central Slovak lace-makers (Nicolette Makovicky, Wolfson College, Oxford). -- 5. Embodied cognition and communication: studies with British fine woodworkers (Trevor H.J. Marchand, School of Oriental and African Studies). -- 6. Footprints through the weather-world: walking, breathing, knowing (Tim Ingold, University of Aberdeen). -- 7. Unconscious culture and conscious nature: exploring East Javanese conceptions of the person through Bourdieu's lens (Konstantinos Retsikas, School of Oriental and African Studies). -- 8. Learning to weave; weaving to learn ... what? (Soumhya Venkatesan, University of Manchester). -- 9. Reflections on knowledge practices and the problem of ignorance (Roy Dilley, University of St Andrews). -- 10. Anthropology of knowledge (Emma Cohen, Max Planck Institute for Evolutionary Anthropology and Max Planck Institute for Psycholinguistics). -- Index. (shrink)
Drawing on strategic choice theory, we investigate the influence of CEO leadership styles and personal attributes on the implementation of organizational diversity management practices. Specifically, we examined CEO transformational and transactional leadership in relation to organizational diversity practices and whether CEO social values and age may moderate these relationships. Our results suggest that transformational leadership is most strongly associated with the implementation of diversity practices. Transactional leadership is also related to the implementation of diversity management practices when either CEO social (...) values or age are relatively high. These findings extend previous work examining predictors of diversity management in organizations and highlight the central role that organizational leaders may play in the successful implementation of these practices. (shrink)
Although charismatic leadership theorists have long argued that leader–follower value congruence plays a central role in the development of charismatic relationships, few studies have tested this proposition. Using data from two studies involving a total of 329 CEOs and 1807 members of their top management teams, we tested the hypothesis that value congruence between leaders and their followers is empirically linked to follower perceptions of the charisma of their leader. Consistent with a relational perspective on charismatic leadership, strong support was (...) found for the hypothesis that perceived value congruence between leaders (CEOs) and their followers (members of their top management teams) is positively related to follower perceptions of the degree of charisma possessed by the leader. Conversely, only limited support was found for the hypothesis that actual value congruence is linked to perceptions of charismatic leadership. Implications of these findings for research and practice are discussed. (shrink)
Evaluative processes have their roots in early evolutionary history, as survival is dependent on an organism’s ability to identify and respond appropriately to positive, rewarding or otherwise salubrious stimuli as well as to negative, noxious, or injurious stimuli. Consequently, evaluative processes are ubiquitous in the animal kingdom and are represented at multiple levels of the nervous system, including the lowest levels of the neuraxis. While evolution has sculpted higher level evaluative systems into complex and sophisticated information-processing networks, they do not (...) come to replace, but rather to interact with more primitive lower level representations. Indeed, there are basic features of the underlying neuroarchitectural plan for evaluative processes that are common across levels of organization—including that of evaluative bivalence. (shrink)
Rutherford and Lindell (2011) review an extensive literature on lateralization of emotion. As they note, an important issue surrounding this question is the nature of emotion, which bears on what, precisely, is lateralized. The present comments are intended to broaden the context of the review, by considering lateralization from the standpoint of a bivariate model of evaluative processes and a neuroevolutionary perspective.
Although CEO commitment is recognized as being crucial to organizational diversity efforts, we know little about how CEOs signal their priorities and mobilize key organizational actors to implement diversity management. We tested an integrative model in which CEO beliefs about diversity were theorized to predict the implementation of organizational diversity practices through two consecutive mediating steps—via greater CEO engagement in pro-diversity behavior, and in turn, higher perceived CEO commitment by their HR manager. In this model, we also proposed a moderating (...) effect such that when CEOs have less positive beliefs about diversity, CEOs espousing higher moral values will display greater pro-diversity behavior. Results supported the proposed model. Taken together, our findings indicate that a CEO’s words and actions alone are not sufficient for the implementation of diversity management practices. HR managers must view their CEOs as being committed to workplace diversity in order for diversity management practices to be implemented. (shrink)